Leadership Skills Course


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Leadership Skills Course

  1. 1. Welcome to Our Leadership Skills Course
  2. 2. <ul><li>IT IS </li></ul><ul><li> TIME </li></ul><ul><li>TO MAKE </li></ul><ul><li> A CHANGE </li></ul>
  3. 3. I) Introduction <ul><li>Course Objectives </li></ul><ul><li>Learn What is and the Importance of Leadership. </li></ul><ul><li>Contingency theories of Leadership. </li></ul><ul><li>Cutting-Edge Approaches to Leadership. </li></ul><ul><li>Leadership Issues (Managing Power, Developing Trust, Moral Leadership, Gender Difference and Leadership, Heroic Leadership). </li></ul>
  4. 4. I) Introduction, Cont’d <ul><li>What is L e a d e r s h i p S k i l l s ? </li></ul><ul><li>The Quality of being good at leading a team, an organization, a country. </li></ul><ul><li>- - - - - - - - - - - - - - - - - - - - - - - - - - - </li></ul><ul><li>The Process of Influencing a group toward the achievement of Goals. </li></ul>
  5. 5. I) Introduction, Cont’d <ul><li>Importance of Leadership </li></ul><ul><li>What People said about Leadership?! </li></ul><ul><li>1) “ Leaders aren't born, they are made. And they are made just like anything else, through hard work. And that's the price we'll have to pay to achieve that goal, or any goal ” . </li></ul><ul><li>(Vince Lombardi) </li></ul>
  6. 6. Importance of Leadership, Cont’d <ul><li>2) “ A leader is one who knows the way, goes the way, and shows the way ” .      </li></ul><ul><li>( John C. Maxwell) </li></ul>
  7. 7. Importance of Leadership, Cont’d <ul><li>3) “ Everybody can get angry - that's easy. But getting angry at the right person, with the right intensity, at the right time, for the right reason and in the right way - that's hard ” . </li></ul><ul><li>(Aristotle) </li></ul>
  8. 8. Importance of Leadership, Cont’d <ul><li>4) “ No man is fit to command another that cannot command himself ” . </li></ul><ul><li>(William Penn) </li></ul>
  9. 9. Importance of Leadership, Cont’d <ul><li>5) “ People ask the difference between a leader and a boss.... The leader works in the open, and the boss in secret. The leader leads and the boss drives ” . (Theodore Roosevelt) </li></ul>
  10. 10. I) Introduction, Cont’d <ul><li>Frequently asked questions?! </li></ul><ul><li>What is ………………. </li></ul><ul><li>Can I …………………. </li></ul><ul><li>What if ………………… </li></ul>
  11. 11. Importance of Leadership, Cont’d <ul><li>Is it true ………………. </li></ul><ul><li>Leadership is a rare skill! </li></ul><ul><li>Leaders are born, not made! </li></ul><ul><li>Leaders are charismatic! </li></ul><ul><li>Leadership exists only at the top of an organization! </li></ul><ul><li>Leaders control, direct, prod, & manipulate! </li></ul>
  12. 12. Importance of Leadership, Cont’d <ul><li>I believe that …….. But …………. </li></ul><ul><li>What is the best ………………….. </li></ul><ul><li>Who is the best …………………… </li></ul>
  13. 13. II) Contingency theories of Leadership <ul><li>Situational Leadership theory </li></ul><ul><li>Focuses on Followers Readiness </li></ul><ul><li>Readiness: </li></ul><ul><li>The extent to which people have the ability and willingness to accomplish a specific task. </li></ul>
  14. 14. Situational Leadership theory, Cont’d <ul><li>Leadership Styles </li></ul><ul><li>Telling (define roles, tells people what, how, when, where to do various tasks) </li></ul><ul><li>Selling (provides direct & support) </li></ul><ul><li>Participating (L & F share in decisions, L is Facilitating & Communicating) </li></ul><ul><li>Delegating (little direction & support) </li></ul>
  15. 15. Leadership styles
  16. 16. Situational Leadership theory, Cont’d <ul><li>Readiness Stages </li></ul><ul><li>R1: neither competent nor confident </li></ul><ul><li>R2: motivated but no skills </li></ul><ul><li>R3: able but unwilling to do what the leader wants </li></ul><ul><li>R4: able and willing to do what is asked </li></ul>
  17. 17. Situational Leadership theory, Cont’d <ul><li>Readiness Stages </li></ul>
  18. 18. II) Contingency theories of Leadership <ul><li>Path-Goal Model (One of the best) </li></ul><ul><li>It States that the Leader’s job is to assist his/her followers in : </li></ul><ul><li>Achieving their goals </li></ul><ul><li>Provide direction </li></ul><ul><li>Provide Support </li></ul><ul><li>Ensure common goals (with the org.) </li></ul>
  19. 19. Path-Goal Model, Cont’d <ul><li>4 Leadership behaviours </li></ul><ul><li>Directive Leader </li></ul><ul><li>“ Lets followers know what’s expected of them, schedules work done, and gives specific guidance on how to accomplish tasks” </li></ul>
  20. 20. Path-Goal Model, Cont’d <ul><li>2) Supportive Leader </li></ul><ul><li>“ Is friendly and shows concern for the need of followers” </li></ul>
  21. 21. Path-Goal Model, Cont’d <ul><li>3) Participative Leader </li></ul><ul><li>“ Consults with group members and uses their suggestions before making a decision” </li></ul>
  22. 22. Path-Goal Model, Cont’d <ul><li>4) Achievement-oriented Leader </li></ul><ul><li>“ Sets challenging goals and expects followers to perform at their highest level” </li></ul>
  23. 23. III) Cutting-Edge Approaches to Leadership <ul><li>Team Leadership. </li></ul><ul><ul><li>All organizations are using work teams </li></ul></ul><ul><ul><li>Role of team leadership in guiding team members is dramatically increasing. WHY ? </li></ul></ul><ul><ul><li>It is a challenge to learn how to become team leader. </li></ul></ul>
  24. 24. Team Leadership <ul><li>Effective team leaders know when to leave their teams alone and when to get involved (it is diff.). </li></ul><ul><li>Team leaders’ job is focusing on: </li></ul><ul><li>Managing the team’s external boundary </li></ul><ul><li>Facilitating the team’s process </li></ul>
  25. 25. Team Leadership, Cont’d <ul><li>How to gain Team Leadership Skills: </li></ul><ul><li>Patience to share information. </li></ul><ul><li>Able to trust others. </li></ul><ul><li>Give up authority. </li></ul><ul><li>Understand when to intervene. </li></ul>
  26. 26. Team Leadership, Cont’d <ul><li>3 specific leadership roles: </li></ul><ul><li>Troubleshooters: </li></ul><ul><li>Trying to help in solving problems without direct technical interference. </li></ul><ul><li>Getting needed resources to solve the problem </li></ul>
  27. 27. Team Leadership, Cont’d <ul><li>2) Conflict managers: </li></ul><ul><li>Helping to identify source of conflict. </li></ul><ul><li>Stating available options to resolve the issue. </li></ul><ul><li>Evaluating these available options </li></ul>
  28. 28. Team Leadership, Cont’d <ul><li>3) Coaches: </li></ul><ul><li>Teaching the team. </li></ul><ul><li>Clarifying expectations & roles. </li></ul><ul><li>Doing whatever necessary to keep high performance. </li></ul>
  29. 29. III) Cutting-Edge Approaches to Leadership, Cont’d <ul><li>Charismatic Leadership. </li></ul><ul><li> </li></ul>
  30. 30. Charismatic Leadership, Cont’d
  31. 31. Charismatic Leadership, Cont’d
  32. 32. Charismatic Leadership, Cont’d
  33. 33. Charismatic Leadership, Cont’d <ul><li>Charismatic Leader </li></ul><ul><li>Self-confident leader whose personality & actions influence people to behave in certain ways. </li></ul>
  34. 34. Charismatic Leadership, Cont’d <ul><li>Studies showed that charismatic leadership can be taught. </li></ul><ul><li>Students were taught needed skills and non-verbal behaviors. </li></ul>
  35. 35. Charismatic Leadership, Cont’d <ul><li>We perfectly use Charismatic Leadership in </li></ul><ul><li>Religion. </li></ul><ul><li>Politics & Wartime. </li></ul><ul><li>Business firm is starting up or facing a crisis. </li></ul>
  36. 36. Charismatic Leadership, Cont’d <ul><li>How to be a Charismatic leader?! </li></ul><ul><li>Having a vision. </li></ul><ul><li>Able to articulate this vision. </li></ul><ul><li>Willing to take risk to achieve that vision. </li></ul><ul><li>Sensitive to followers’ needs. Show behaviours that are out of ordinary. </li></ul>
  37. 37. IV) Leadership Issues <ul><li>These are the Issues that was raised in the 20 th and 21 st Centuries </li></ul>
  38. 38. IV) Leadership Issues, Cont’d <ul><li>Managing Power </li></ul><ul><li>Legitimate Power </li></ul><ul><li>Coercive Power </li></ul><ul><li>Reward Power </li></ul><ul><li>Expert Power </li></ul><ul><li>Referent Power </li></ul>
  39. 39. IV) Leadership Issues, Cont’d <ul><li>Developing Trust </li></ul><ul><li>It is the belief in the integrity, character, and abilities of a leader </li></ul>
  40. 40. Developing Trust, Cont’d <ul><li>How to develop trust?????? </li></ul><ul><li>Integrity </li></ul><ul><li>Competence </li></ul><ul><li>Consistency </li></ul><ul><li>Loyalty </li></ul><ul><li>Openness </li></ul>
  41. 41. IV) Leadership Issues, Cont’d <ul><li>Moral Leadership </li></ul><ul><li>How to have Moral Leadership? </li></ul><ul><li>The means </li></ul><ul><li>The Content of goals </li></ul><ul><li>Moral than being ethical but enforcing it. </li></ul>
  42. 42. IV) Leadership Issues, Cont’d <ul><li>Gender Difference and Leadership </li></ul>59% Sweden 66% Poland 9% Japan 19% Germany 10% France 43% Canada 24% Australia Percentage Country
  43. 43. Gender Difference and Leadership, Cont’d W act more autocratically when it comes to group norms and males stereotypes Appraise and Punish More Motivation More Control Sharing Power More Command More Participative More Directive More Democratic Men Women
  44. 44. IV) Leadership Issues, Cont’d <ul><li>Heroic Leadership </li></ul><ul><li>It is not real ( Belief ) </li></ul><ul><li>How to have it?! </li></ul><ul><li>Apologize when you make a mistake </li></ul><ul><li>Take the responsibility when a problem happens </li></ul>
  45. 45. V) Conclusion <ul><li>What we Learnt. </li></ul><ul><li>What is and the Importance of Leadership. </li></ul><ul><li>Contingency theories of Leadership. </li></ul><ul><li>Cutting-Edge Approaches to Leadership. </li></ul><ul><li>Leadership Issues (Managing Power, Developing Trust, Moral Leadership, Gender Difference and Leadership, Heroic Leadership). </li></ul>
  46. 46. V) Conclusion, Cont’d <ul><li>The Action Plan. </li></ul>
  47. 47. Questions? <ul><li>? </li></ul>
  48. 48. <ul><li>T H A N K Y O U </li></ul>
  49. 49. Instructor Contacts <ul><li>Yehia Abou-El-Wafa </li></ul><ul><li>[email_address] </li></ul><ul><li>For more information </li></ul><ul><li>groups.yahoo.com/group/alzad </li></ul><ul><li>www.zadconsulting.org/alsedik </li></ul>